James J Lavelle

Biographic Data

ID3609319
NAMEJames J Lavelle
GIVEN NAMESJames J
FAMILY NAMELavelle
SIGNATURELAVELLE J J
AFFILIATIONSThe University of Texas at Arlington
ORCID0000-0002-7106-3493
VERIFIEDYes
TOTAL WORKS8
TOTAL CITATIONS33
AUTHOR COUNT8
EDITOR COUNT0
FIRST PUBLICATION YEAR2005
LATEST PUBLICATION YEAR2025
H-INDEX4

  • The Dark Side: Linking Organizational Justice to Unethical Employee Behaviors

    Open AccessJames J Lavelle, David N Herda et al.ARTICLESocial Justice Research2025References: 68

  • Customer injustice and service employees' customer‐oriented citizenship behavior: A social exchange perspective

    Open AccessJames J Lavelle, Deborah E Rupp et al.ARTICLEJournal of Organizational Behavior2022References: 15

    Recent research has uncovered the debilitating effects that customers' unfair treatment of service workers has for both employees and their employers. These studies have largely explained the effects of customer mistreatment through a conservation of resources (COR) theory lens, arguing that customer injustice depletes the regulatory resources of service employees, thereby impairing their well‐being and ability to perform their jobs effectively. …

  • Exchange Relationship

    Open AccessM Ann Mcfadyen, James J Lavelle et al.OTHERThe Blackwell Encyclopedia of…2020References: 3

    An exchange relation is the relationship formed between two or more actors when they interdependently interact to exchange resources. Exchange relations may be economic (short‐term, quid pro quo exchange of resources) or social (longer‐term interactions involving mutual trust). Initially limited to the behavior of individual actors' reciprocal interactions with others and the resulting obligations between partners, the construct has been extended…

  • Multifoci effects of injustice on counterproductive work behaviors and the moderating roles of symbolization and victim sensitivity

    Open AccessJames J Lavelle, Christopher M Harris et al.ARTICLEJournal of Organizational Behavior2018Cited by: 4References: 9

    Past research suggests that employees, in response to workplace experiences, selectively engage in targeted counterproductive work behaviors (CWBs). Taking a retributive justice and target similarity perspective, we predict that employee perceptions of unfairness from the organization uniquely predict CWB specifically targeted at the organization whereas employee perceptions of supervisory unfairness uniquely predict CWB specifically targeted at …

  • What motivates OCB? Insights from the volunteerism literature

    Open AccessJames J LavelleARTICLEJournal of Organizational Behavior2010Cited by: 8

    This paper argues that taking a functionalist perspective can contribute to a more complete understanding of why employees engage in organizational citizenship behavior (OCB). Informed by the volunteerism literature, a number of other‐oriented and self‐oriented functions are identified as predictors of OCB including value‐expression, social, and career‐related motives. Copyright © 2010 John Wiley & Sons, Ltd

  • Commitment, procedural fairness, and organizational citizenship behavior: A multifoci analysis

    Open AccessJames J Lavelle, Joel Brockner et al.ARTICLEJournal of Organizational Behavior2008Cited by: 17References: 11

    Research on commitment, procedural fairness, and organizational citizenship behavior (OCB) suggests that employees maintain distinct beliefs about, and direct behaviors towards, multiple targets in the workplace (e.g., the organization as a whole, their supervisor, and fellow workgroup members). The present studies were designed to test for “target similarity effects,” in which the relationships between commitment, procedural fairness, and OCB we…

  • Taking a Multifoci Approach to the Study of Justice, Social Exchange, and Citizenship Behavior: The Target Similarity Model†

    Open AccessJames J Lavelle, Deborah E Rupp et al.ARTICLEJournal of Management2007

    An emerging trend within the organizational justice, social exchange, and organizational citizenship behavior literatures is that employees maintain distinct perceptions about, and direct different attitudes and behaviors toward, multiple foci such as the organization, supervisors, and coworkers. However, these multifoci developments have progressed, for the most part, independently of one another. Thus, to gain a more complete conceptualization …

  • Prior Experiences as Temporal Frames of Reference in Social Justice: The Influence of Previous Fairness Experiences on Reactions to New and Old Supervisors

    Open AccessKees Van Den Bos, John W Burrows et al.ARTICLESocial Justice Research2005Cited by: 4References: 49